Delirious Cubs fans, who can't seem to stop pinching themselves, are still somehow expected to show up to work.

How can Chicago employers, many of them just as delirious, respect the fandom without compromising standards at the office?

Philippe Weiss, managing director of Seyfarth Shaw at Work, the law firm's workplace consulting arm, laid out the most common challenges employers are facing as the Cubs gun for their first World Series title in 108 years, and his suggested strategies to stay on the goat's good side.

The problem: The Cubbie Clock-out. Employees ask to leave early — or don't even ask — to catch the game or just rest before the hysteria of the game.

While the baseball team's loving public is justifiably focused on the Cubs prevailing in the World Series, businesspeople also could profit by understanding and appreciating how this organization, in a relatively short span, changed...

What to do: Expect the slowdown, be sensitive to the historic nature of the moment and plan for some limited adjustments. For example, if possible, don't schedule important meetings for late in the afternoon on game day — one client did so and employees complained to the boss's boss, Weiss said.

If you allow people to leave early, be clear about why you are giving the leeway and that it is limited to that particular circumstance. Also, be consistent. If you are letting Cubs fans bail before the day is done, you should also be sensitive to employee needs unrelated to the Cubs. One client told an employee she couldn't leave early to attend her grandfather's birthday party because he already had too many Cubs fans leaving early — which is not good for morale, Weiss said.

The problem: Cubbie Blue Flu. With some games stretching into the wee hours, fans are at risk of calling in sick, dragging themselves to work late or arriving hung over and useless.

What to do: Avoid scheduling early morning meetings or important product launches after game days. Don't announce that you are adjusting schedules to accommodate bleary eyes, as then people may feel they have a free pass to arrive late, but just do it to be prepared. If people do come in late, acknowledge that you realize it was rough morning after a 14-inning game, but you need them to arrive on time the following morning, Weiss said. Apply performance standards if some people consistently flout the rules or hangovers affect their work or relationships.

Also, take notice of the employees who are around and allow them to cross-train on the tasks that the latecomers, early leavers and work skippers aren't doing. It helps keep production on track and employees develop new skills. "You might reveal a real gem in terms of someone's skills or willingness to learn," Weiss said.

The problem: Cubbie conversation. Bonding over the Cubs can be great for workplace morale, but the conversation can overwhelm work time if not kept in check.

What to do: Look for opportunities to refocus the conversation to work, using baseball lingo if you can swing it — "Seventh inning stretch is over, folks, now let's get back to work." Using a transitional statement that connects the Cubs with work reinforces that you understand the importance and are not just there to bust up their fun, helping to strike the difficult balance between being a boss and being a friend. "One of the real gulfs we see between managers and nonmanagers is the inability to bridge," Weiss said. "Either the boss goes too far and becomes too much like employees and you lose legitimacy as a leader, or you don't connect at all. The fact that you are making the effort makes a big difference."